Lean Manufacturing Management
Document Information: Title: Lean Manufacturing Performance in Indian Manufacturing Plants. Author(s): MANIMAY GHOSH, (Institute of Management Technology). Citation: MANIMAY GHOSH, (2013) "Lean Manufacturing Performance in ...
Lean Manufacturing Management
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Citation:MANIMAY GHOSH, (2013) "Lean Manufacturing Performance in Indian Manufacturing Plants", Journal of Manufacturing Technology Management, Vol. 24 Iss:
Abstract:Purpose - The purpose of this paper is to examine the current state of lean adoption in Indian manufacturing plants and its impact on operational performance.
Design/methodology/approach - A survey questionnaire was developed and adapted based on work done in US industries. The survey questionnaire was sent to four hundred firms in four geographic regions in India. Seventy nine usable responses were received for the study.
Findings - Since lean manufacturing is a multi-dimensional construct, the results demonstrate that approximately eighty percent of the respondents have implemented many dimensions of lean - focus on customer needs, pull system, set-up time reduction, total productive maintenance, supplier performance, statistical process control, and cross-departmental problem solving. The operational metrics have improved on all accounts: high productivity, reduced lead time, improved first-pass correct output, reduced inventory and space requirement. Interestingly, respondents have indicated that first-pass correct output, reduced manufacturing lead time, and increased productivity are the three main drivers of lean production implementation.
Originality/value - Lean manufacturing is a very popular concept in the developed world and in some countries in the developing world as well. Yet, little is known about its current status in India, except for a few case studies. The study investigates the degree of lean production implementation in Indian manufacturing plants and its impact on operational metrics. The study also indicates the relationship between lean dimensions/practices and operational outcomes.
Citation:MANIMAY GHOSH, (2013) "Lean Manufacturing Performance in Indian Manufacturing Plants", Journal of Manufacturing Technology Management, Vol. 24 Iss:
Abstract:Purpose - The purpose of this paper is to examine the current state of lean adoption in Indian manufacturing plants and its impact on operational performance.
Design/methodology/approach - A survey questionnaire was developed and adapted based on work done in US industries. The survey questionnaire was sent to four hundred firms in four geographic regions in India. Seventy nine usable responses were received for the study.
Findings - Since lean manufacturing is a multi-dimensional construct, the results demonstrate that approximately eighty percent of the respondents have implemented many dimensions of lean - focus on customer needs, pull system, set-up time reduction, total productive maintenance, supplier performance, statistical process control, and cross-departmental problem solving. The operational metrics have improved on all accounts: high productivity, reduced lead time, improved first-pass correct output, reduced inventory and space requirement. Interestingly, respondents have indicated that first-pass correct output, reduced manufacturing lead time, and increased productivity are the three main drivers of lean production implementation.
Originality/value - Lean manufacturing is a very popular concept in the developed world and in some countries in the developing world as well. Yet, little is known about its current status in India, except for a few case studies. The study investigates the degree of lean production implementation in Indian manufacturing plants and its impact on operational metrics. The study also indicates the relationship between lean dimensions/practices and operational outcomes.
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